WOL Circle Guides now in Turkish!

Even the phrase “Circle Guides” in Turkish - “Çember Kılavuzu” - looks and sounds exotic to me. Seeing over 120 pages of Working Out Loud material in Turkish is a miracle!

It’s also a huge amount of work: translating thirteen guides, standardizing words and phrases, coordinating people across multiple timezones, double- and triple-checking for consistency and correctness. All of it by volunteers. Sebnem Maier, who organized the effort, also set up a LinkedIn group for “WOL Türkiye Topluluğu” and requested Turkish readers contact her with any edits or comments.

I asked Sebnem and the team what motivated them to take on such a big project, and here’s what they said. I’m grateful for all they’ve done, and inspired by why they did it. 

***

Since I have started my WOL experience in 2016, I was dreaming to have the guides in Turkish to reach people in my country who may have interest in WOL. So my dream has been fulfilled thanks to the great team who translated the guides with me voluntarily. Now, all Turkish-speaking people have the possibility to experience WOL and I am very happy about it.

Sebnem Maier – Senior manager at Robert Bosch GmbH, WOL Mentor, WOL Co-Creation Team

I felt that it was a simple yet genuine tool designed to help people to understand how to add a human touch to  their digital relations. I just wanted to have more people exposed to it and not be limited by language. We need to get closer and together. In person or on digital platforms. We need to relearn to look and see each other eye to eye, people to people, without boundaries of our limitations.

Nurhayat Ulucan – HR Manager, PPG Turkey

I observed in my Turkish Circle as a moderator that language might be a barrier for some people. For a successful rollout of the method, which is what I aim in my home country, Turkey, and for a better life as the WOL ambassador, it was necessary to have the guides in my mother language.

Rüya Demirtas – Project manager, Process improvement specialist, Bosch Turkey

It is a unique method which helps to discover and to understand your own goals by building relationships. We are happy and excited to help WOL reach more people by helping to translate the guides to Turkish.

Ebru Bakir Kandemir & Zafer Kandemir

As a psychology student, what motivated me to become a part of WOL was the enlightening experience of self-actualization, self-realization and self-confidence with the weekly Circle meetings in a friendly, understanding environment.

Zeynep Taş – Junior Student Majoring Psychology at Koç University in Turkey 

We have been searching for a sharing methodology to organize women's Circles to harness our sisterhood's knowledge and passion to share with each other. WOL will unlock this potential. Thank you John and the team! 

Melek Pulatkonak – Founder of TurkishWIN & BinYaprak  

What would you say to 400 knowledge managers?

Today, I’ll fly to Houston to take part in the APQC Knowledge Management (KM) conference. Many of the 400 attendees have been working on KM for years, some for decades. They’re already experts when it comes to the tools and processes they need. 

But something has been missing. The traditional focus on tools and taxonomies has left little room for a harder challenge: people.

Long-time KM experts like Stan Garfield and Nick Milton have written often about the need for focusing on behavior change and a cultural shift. (In one of Stan’s recent articles, the word “culture” appears 8 times.) To increase both the supply and demand of knowledge, you have to create an environment where people are intrinsically motivated to share and search for knowledge as part of their everyday work. But how?

The talk before mine will have many of the answers. It’s by Dan Coyle, author of the excellent book, The Culture Code. Here’s an excerpt from an APQC article about their interview with Dan. 

I have asked KM leaders what their main objective is for implementing KM.  And, overwhelmingly, the #1 response is to “change the culture of the organization.”  

A collaborative culture feels and works better. Dan’s formula for success focuses on

1) making the environment safe to accelerate building relationships and trust,

2) demonstrating how leaders can use vulnerability to forge reciprocity, and

3) creating a roadmap that gets people onboard for the journey ahead.

WOL is a method for implementing some of these ideas. That’s why the APQC also wrote that “Working Out Loud is KM’s most transformative trend.” WOL Circles give people a chance to do what Dan writes about: exchange knowledge, vulnerability, and more all in a psychologically safe space. And the method helps them practice over time till they develop new habits and a new mindset. As the new behaviors spread, the culture changes.

I hope to give a good talk. More importantly, though, I hope to give each of the 400 attendees something they can use, so they can finally fill in the piece that’s been missing, and kick off culture change movements of their own.

New: Version 5 of the WOL Circle Guides

She said it in such a serious, deadpan way that I knew she wasn’t kidding. “Please,” she told me, “don’t change the guides.”

That was Katharina Krentz from Bosch. She had created materials related to each of the 12 weeks, and changes would mean a lot of extra work. The translations, now in eight other languages, would also have to change. Besides, she pointed out, with more than 500 Circles at Bosch and over 5000 members in their internal WOL Group, there was no need to change anything.

“Yes, and…,” I thought. Since the last update, there have been so many useful resources I’ve wanted to add. And the new, professionally-designed materials - videos, a journal, and soon a workbook - made the old version of the Guides look like, well, like I designed them myself. 

So I tried to modify the material in a way that won’t cause undo work for people already using them, and yet will still be a significant improvement. The result is version 5 of the WOL Circle Guides.

What’s new?

The biggest change is that I added a new section to the website: workingoutloud.com/resources. I removed the lists of links in the PDFs, and created a webpage for each week that includes a wider range of resources - media, examples, more exercises, more FAQs. This is much more flexible, and makes it possible for me to regularly add new resources that the WOL community finds useful. (I especially enjoyed creating a new photo gallery in Week 12.)

The guides have also been professionally redesigned, using a new style and layout that matches the journal and the other materials I’m working on. I find the new design much cleaner and easier to read. 

The final change is to the licensing language that was on each section of the guides. Older versions used a restrictive Creative Commons license that confused some people, especially the "non-commercial" part. That has been replaced with standard copyright language that’s more precise about what companies can and can’t do. To me, it doesn't change what organizations have already been doing. My intention is just to make it clearer.

What’s next?

Today, I published the English version of the new Guides, and German will be available soon. (I’ll be sure to create German versions of the Resources pages too.) Then I’ll apply the new design to all the translations.

With the maturity of the Circle Guides comes the chance to develop new products and new practices. Here are a few I’m working on:

  • The WOL Circle Video Series & companion journal are being used in company pilots now. They’re part of a new WOL Library that includes assets that make Circles more effective and help companies spread them. (The new “What is Working Out Loud?” video will give you a feel for what the videos look like. It’s also subtitled in German and Turkish, with more languages coming soon.)

  • A beautiful new workbook is under development, and will be for sale via the website. It will be a hardcover book that includes the guides, extra content, and the chance to do the exercises and capture your progress in one place. 

  • The WOL: Self-Care pilot is coming to an end. I’m grateful to the 100 people who participated, and will incorporate what we learned into a next version of the WOL:SC guides that I’ll publish in May. 

  • WOL: Purpose, another new practice, and experiments in healthcare and manufacturing are all just beginning. I’m extremely excited about each of them.

The only reason any of this work is possible is because of you and the WOL Community. I’m grateful to all of you who’ve tried a Circle and those who’ve generously spread the word.

I hope you like the new Guides. If you’re in the middle of a Circle, you can begin using them right away. If you have a resource you think should be included in the new section on the website, please send me an email at john.stepper@workingoutloud.com. I’ll be glad to hear from you.

Clink on the image to see the new Getting Started section

Clink on the image to see the new Getting Started section

A letter from my future self

I’ve been meaning to write a new letter for years now, but something inside me resisted it. Perhaps I’ve been afraid of what’s ahead, or afraid that writing down what success will look like is presumptuous, something not yet earned. 

Recently, however, someone posted that this letter exercise in Week 7 was hard for them, and that gave me the nudge I needed. I thought, If I can’t do it, how can I ask others to try? So here it is. To help me write my letter, I put the timeframe further out than usual. That made it safer for me somehow.

The instructions say to write this letter for yourself, not to impress someone else. That’s what I tried to do. I share it here to offer another public example of what such a letter might look like, and also to serve as a visible reminder of what I aspire to accomplish.

April 24, 2034

Dear John,

Well, here we are: 2034. It’s a number I thought I’d only see in Science Fiction stories. (I still remember when Orwell’s 1984 was a distant future.) Now I’m 70 years old. More precisely, we are 70. Congratulations to both of us for making it this far.

A lot has happened, some of which you hoped for, and some which you didn’t dare to dream about at the time. Brace yourself, though. It wasn’t easy.

Our family is doing well. The kids are great. As you grew to be more comfortable in your own skin, that made it easier for others to be comfortable with and around you. It took much longer than we both might have hoped, but you made steady progress. The yoga and meditation helped. The move to Japan helped a lot, too. Life is simpler here. You became clearer about what’s important and why.

I remember how fragile you were when you started on your own. You were so worried all the time, about making a living, about being a good provider, about your status after having lost your job. If it wasn’t for your wife’s strength, support, and love, you never would have made it through this period. Be good to her.

The funny part is that things picked up when you stopped trying so hard to make it all work. When you focused on the contribution instead - on making things other people found genuinely helpful and useful - all of the other things you wanted flowed from that. 

To be sure, there were blow-ups. Some were near fatal to your business and movement. But then someone would send you a note, saying that you made a difference, and that was enough for you to keep going. The kindness of your WOL community was a source of strength. Never underestimate how important they are. 

A key turning point was around 2019 or 2020. Back then, you were like a little boy on a diving board, looking down, uncertain whether to make the leap or climb back down to earth. Some big companies were Working Out Loud, but you were cautious, always unsure or afraid of whether the little success you had would last. 

Then you leapt. You started to work with people in factories, hospitals, and schools, looking to help people who need it most. You expanded WOL to include practicing self-compassion, and enabling people to make the work they do more purposeful.

In the last fifteen years, you reached a million people. That’s a big number In ways large and small, you changed how they related to themselves, to others, and to they work they do. You can let yourself be proud of that.

If I have any advice for you, it’s this: Think ten times bigger. A hundred times bigger. Worry less about making mistakes, or about “who am I to attempt such a thing?” Dare to make a difference. Not for yourself or for your business, but for other people. The world could still use it, maybe now more than ever.

With love and respect.

Your Future Self

Screen Shot 2019-03-05 at 3.44.53 PM.png

New video: “What is Working Out Loud?"

It’s less than four minutes long, and is part of four hours of video content in a WOL library I’m piloting with several companies. There are subtitles in German, with more languages coming soon. 

When I shared it in the WOL groups on LinkedIn and Facebook, the reactions were exactly what I was hoping for. 

“Already added it to our ESN WOL Group”

“Sharing it next week in our WOL community”

“This video will help us to make the WOL movement even stronger!”

I hope you find it useful.

Answers to "What's WOL?" "How does a Circle work?" “What’s in it for me & for the company?”

“Back in the game”

I almost passed over it because it was in Italian. But I clicked on the translation button, and even the mechanically generated prose was beautiful.

Marcello had participated in a Working Out Loud Circle in Bologna, organized by the same group that produced the Italian translation of the Circle Guides. He had put together a short video describing what the experience meant for him, and someone shared an excerpted quote of his.

“…an opportunity to put me back in the game, rediscover some skills that I had inside me, reconnect relationships, reactivate myself with a new enthusiasm to realize projects I care about…”

We could all use that kind of “reactivation” sometimes. Maybe your company is re-organizing again. Or you took time off for parental leave. Or you need to find a new job. These can be challenging times. Your confidence and even your sense of identity can be impacted.

Your inclination might be to withdraw, to wait for something better to turn up. But a better approach can be to do the opposite. To purposefully connect with people and create your own web of support and encouragement. Your network can be a lifeboat in a sea of change, helping you explore opportunities you would never reach otherwise. It can be a source of confidence, emotional support, and friendship. 

Marcello found all of that in his WOL Circle. It’s not the only way, of course. But small steps in a safe, confidential space can often be just what you need in times of change. Your Circle members, even when they’re complete strangers, can show you things about yourself you’ve stopped seeing or believing. They can also show you possibilities you haven’t considered. Week after week, as your network grows, so do you.

If you want more out of work and life, waiting on the sidelines is no place for you to be.

INTERVISTA A MARCELLO FINI BIBLIOTECARIO ARCHIGINNASIO BO

When it’s not a contribution

I don’t mean to judge you. If you recognize an item on this list as something you do, perhaps you have good intentions. Perhaps, contrary to my opinion, it is helpful to someone. Perhaps you simply do it without thinking.

All of these are things I’ve done myself, and yet they make me cringe now. I share this list in the hope that you’ll find it helpful and avoid the mistakes I’ve made. 

A partial list

I often tell people to “frame it as a contribution,” by which I mean the things you share should be be helpful to someone in some way. Here are ten of the more egregious ways I failed to follow my own advice.

Automated contributions -  You signed up for some on-line service and it starts spewing out how many people followed you on Twitter, that you Liked a particular video, or that you achieved a new level on a game few have heard of.

Impersonal contributions #1 - You hit a button to connect with someone and offer no explanation as to who you are, why you want to connect, or how the other person might benefit. 

Impersonal contributions #2 - You hit a button to share the latest news or blog post without adding why you’re sharing it or why others might care.

Complaints - You come across something that irritates you and you share it, amplifying your discontent in exchange for a feeling of validation that may come from others agreeing with you. 

Burdens #1 - You introduce people to each other via email without asking them first, thus forcing them to follow up or risk the embarrassment of seeming unresponsive. 

Burdens #2 - You send lengthy emails with requests hidden deep inside them, or  share lengthy articles without explanation.

Burdens #3 - You ask people you barely know vague questions via email or text - "How are you?" - that are just crude disguises to lure them into a conversation. 

Burdens #4 - You overwhelm someone with “helpfulness,” sharing a wild array of things - links, videos, articles, comments, feedback - that they didn’t ask for and can’t possibly keep up with. 

Purpose-less contributions - Your posts of food or cats or kids are too frequent (unless you’re in a food or cat or kid community).

Narcissism - Me, me, me, me. While sharing something you’ve done can be genuinely helpful, talking only about you and your accomplishments verges on narcissistic and creepy. 

I could go on, but you get the point. The theme throughout this list is that you make such mistakes when don’t listen. You think of sharing as a megaphone, amplifying who you are but at the expense of being sensitive to the people around you. Or, worse, you don’t think at all. Like the irritated driver honking in traffic, you see something and offer something without a thought as to how the other person might receive it.

The one technique you need

The trick to “framing it as a contribution” is to know that “helpful” is in the eye of the recipient. So to be genuinely helpful, you need to reflect and practice empathy, to put yourself in the position of the other person. 

Who might find this helpful? 

Why should they? 

How might I feel if I received this?

What’s my real motivation in sharing this?

Working Out Loud Circles make it easy to practice this. Week after week, you get the chance to make a wide range of contributions - from appreciation to visible work to vulnerability - with genuine generosity and empathy until it becomes a habit and a mindset. 

Over time, you develop a short pause before you send something, a tiny moment of reflection that can make a fundamental difference in what you share and how it’s received. It takes practice, but it’s worth it.

“Thank you for saying that"

It was such a simple exchange and yet it left an impression on me. I was sitting in a crowded food court, working on my laptop. It was lunchtime, and there was the usual din of people eating, laughing, shuffling chairs.. Amidst all the office workers, I noticed someone on the maintenance staff wiping down tables after people left, getting them ready for the next group.

When he cleaned the table next to me, I offered my appreciation for what he was doing. He nodded, smiled awkwardly, and kept wiping the table. A few seconds later, he walked by me, leaned in, eyes averted, and quietly said "Thank you for saying that."

I think it was the earnestness in his voice that struck me. It was as if my simple comment was something especially valuable to him, something rare.

Hudson Eats: A local food hall & my sometimes office 

Hudson Eats: A local food hall & my sometimes office 

A simple test (and the worst blog title ever)

Almost two years ago, I wrote a blog post with the odd title of “The Corporate Bathroom Test.” I wanted to describe how exchanges like the one I had in the food court could be part of your Working Out Loud practice, helping you “gradually build a capability and a mindset of deepening relationships through generosity.”

“Some of the most powerful gifts you have to offer - contributions that are universally valued - are recognition and appreciation. The point of this post is that even mundane interactions are opportunities to practice offering these gifts…Each time you do it you gain subtle insights into your motivations and reactions.
Today, as you meet someone you might normally pass by, say ‘hello’ and ‘thank you.’ Be mindful of how that makes you feel. Watch how it makes the other person feel.”

Sparks of joy

Since I wrote that, I've continued practicing offering appreciation to people throughout the day. I’m careful to do it without expectations of a reply, and I try to be mindful that they’re busy and may not be in the mood to talk. (After all, I’ve taken The Generosity Test too.) Usually, it's people I notice working - restaurant workers, landscapers, crossing guards. It's a way of saying “I see you and I appreciate what you're doing.”

A woman serving food at a corporate event whispered, “You are very kind” simply because I thanked her and offered to help her move a table. When I asked a flight attendant how she was doing, she was genuinely surprised at the question. “Thank you for asking,” she said. “That’s very nice of you.” A taxi driver and I had a long talk about his home country of the Dominican Republic, and we shook hands after the ride.

The truth is I’m not especially kind or generous. I just practice paying attention to people around me, putting myself in their shoes for a moment, and offering sincere appreciation. Many people are hungry for such a gift, and in return I get sparks of human connection - even joy - throughout my day. “The Corporate Bathroom Test” is now an additional exercise in Week 2 of the WOL Circle Guides. I hope you’ll try it.

“The more you practice, the more comfortable you become offering small gifts in a variety of circumstances till, over time, it becomes a habit that makes you happier and more effective.”

 

A lifeboat in a sea of change

At the beginning of this year, I got a note from a woman whose department was undergoing a “transformation.” It’s a word I come across in every company I visit. While most people I meet may recognize the need for some kind of change, almost no one likes the process, or the uncertainty that comes with it. 

She wrote to say that she was in Week 6 of a Working Out Loud Circle, and that her “WOL family gave her stability." Despite anxiety related to the transformation, she was getting new energy from her network each day while she made progress toward her goal.

I wrote back:

“There are many times when I worked in a big company when my network was like "a lifeboat in a sea of change" (a good title for a blog post :-)) 
At first it was just a relief to interact with nice people at the firm amidst the fear and defensiveness that came along with "transformation." Over time, it came to be a source of ideas and ultimately a new career.”

A Circle offers you a safe, confidential space where you can work on your goals and your development without worrying about judgment or competition. For me, the relationships I developed turned out to be a source of strength in addition to a source of ideas and feedback. They gave me the perspective to see things clearly, and the confidence and encouragement to take action.

If you’re facing a change in your work or life, do you have a lifeboat? Who’s in it?

A lifeboat in a sea of change.jpg

“People are messy” (and other lessons from self-managing teams)

A friend once shared some pithy wisdom about humanity that I’ve returned to time and time again. “People,” she said, “are messy.” 

As human beings, we’re wired to want control, and self-determination theory describes much of what motivates us. Yet we’ve also evolved a highly sophisticated sense of hierarchy and social status, spending much of our brain activity on calculating how everyone relates to everyone else.

The tension between these innate drives is particularly evident at work, where we desperately strive to find our place in the very hierarchy we don’t want submit to, and where we need to cooperate and collaborate to get things done. It’s even more acute (and interesting) when it comes to self-managing teams. 

Here are some things I’ve learned from observing such teams trying to spread Working Out Loud in their organizations. 

“Who will lead our self-managing team?”

The spread of WOL Circles in an organization usually begins when someone tries one, tells their friends, and Circles organically multiply. As they spread over a few months, a number of individuals emerge who care about WOL and want to do more. Now what? 

This is a critical juncture. If these early adopters don’t coalesce, the movement grows slowly or fizzles out as the early adopters move on. But sometimes the individuals tentatively come together to discuss their motivations and aspirations. They start to coordinate the next steps, and the first few seeds become the beginning of a grassroots movement.

Critically, leadership comes from contribution, not appointment. The people who care more tend to do more - more organizing, more experimenting, more outreach - and a “co-creation team” forms. It can be fragile, though. Conflicts at this stage, whether due to differences in style or substance, can cause the group (and the movement) to split or disintegrate completely. Somewhat ironically, ego can be the bane of self-management.

“The Grass Ceiling” 

As the WOL movement in an organization starts to grow, other possibilities and challenges emerge. The opportunities to integrate with existing programs and to scale to more locations and divisions may well require resources and the shifting of priorities.

This is another critical juncture. If the co-creation team continues to run without a budget and relies solely on volunteers, the grassroots movement hits some hard limits. Over time, the enthusiasm for the original idea is worn down by the slow pace of change and the bureaucratic resistance of the organization. 

Instead of trying to fight the way things are, successful co-creation teams leverage them. They shift from being a completely independent group to partnering with HR & other transformation managers responsible for existing programs. They seek executive sponsors for political cover and for resources.

The team may still be self-organizing, but they attach themselves to the hierarchy in a way that enables them to make a bigger, more sustainable difference.

A different kind of "secure attachment"

A more subtle example of self-management is a WOL Circle itself. Circles are purposefully designed so anyone can start one without budget or permission. The Circle Guides give people some structure, but how and when to do the work is up to the Circle members. They’re self-managing and often (but not always) self-organizing. 

But how do you get them started? What do you do when a Circle needs help? What if they struggle midway through or someone drops out? 

The varying responses to supporting Circles reminds me of attachment theory in parenting. Some organizations are completely hands-off. Others insist co-creation team members attend some Circle meetings or involve themselves in fixing issues a Circle may be facing.

The results are predictable. Without any help at all, some Circles aren’t as effective as they could be. With too much meddling, the Circle members lose their sense of autonomy and accountability, and start to see their helper as the person responsible for their progress (and issues). The co-creation team suffers too, as they struggle under a growing support burden they created.

The best approach is a kind of secure attachment. Circles are left to manage themselves and do the work on their own, but they know they can reach out to someone for support when they really need it. To facilitate this, some organizations are creating networks of certified experts across the company to ensure Circles can readily find trained help if (and only if) they want and need it.

Some remarkable results

Is this revolutionary? No. But it is remarkable that people can drive change using this kind of hybrid approach, combining self-managed initiatives with institutional support. 

As evidence of this are the results of the HR Excellence awards in Berlin late last week. One of the winning submissions was from a group of eight companies - Audi, BMW, Bosch, Continental, Daimler, Deutsche Bank, Siemens, Telekom - who are spreading Working Out Loud. 

The recipients were the self-managing teams who, without budget or permission, introduced and spread a movement inside their respective companies. Even more remarkable, they decided to organize themselves into a cross-company community of practice to share innovations that could help everyone accelerate the growth of those movements. Their companies all celebrated their achievement, and several now have board-level support.

Yes, people are messy. But given enough space to experiment, enough confidence to resist fighting for status, and enough support to keep going, we can make work more effective and fulfilling than it’s ever been.